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Leadership development: does it make a difference?

Ruth J. Boaden (Manchester Business School, University of Manchester, Manchester, UK)

Leadership & Organization Development Journal

ISSN: 0143-7739

Article publication date: 1 January 2006

Abstract

Purpose

This paper seeks to examine the impact of a leadership development programme provided for, and funded by, the NHS.

Design/methodology/approach

It analyses the context, process of delivery and outcomes of the programme in the light of relevant leadership research. The programme itself is described after some consideration of the literature. Although the programme was originally commissioned by the NHS Leadership Centre for Human Resource (HR) professionals from the NHS, it is now offered to any aspiring or newly‐appointed director, and aims (amongst other things) to enable NHS staff to manage people more effectively within the context of change.

Findings

The paper concludes that the programme has, to date, been successful in impacting on personal and organisational contribution, as far as individual participants, commissioners and providers are concerned, and as far as can be measured within current understanding.

Originality/value

The programme fits well with the most recent typologies of leadership development.

Keywords

Citation

Boaden, R.J. (2006), "Leadership development: does it make a difference?", Leadership & Organization Development Journal, Vol. 27 No. 1, pp. 5-27. https://doi.org/10.1108/01437730610641331

Publisher

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Emerald Group Publishing Limited

Copyright © 2006, Emerald Group Publishing Limited